Digital Transformation and Sustainability in Higher Education Management: A Bibliometric Study

  • Phuong D
  • Hai P
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Abstract

In the context of accelerating digital transformation, higher education institutions are increasingly required to reconcile technological innovation with long-term sustainability objectives. This study aims to systematically map the research landscape of digital transformation and sustainability in higher education management using a bibliometric approach. Data were retrieved from the Scopus database, yielding 1,605 documents, which were subsequently refined to 671 publications for the period 2020–2025 based on predefined screening criteria. The analysis was conducted using VOSviewer to examine publication trends, subject area distribution, leading publication sources, and keyword co-occurrence patterns. The findings indicate a marked increase in research output, particularly after 2022, suggesting a rapid expansion of scholarly interest in this field. The results further reveal a strongly interdisciplinary structure, with dominant contributions from social sciences, computer science, and environmental science. In addition, journals such as Sustainability (Switzerland) emerge as central publication outlets. Keyword co-occurrence analysis identifies several major thematic clusters, including technology-driven innovation, student-centered learning, and sustainability-oriented governance, alongside emerging topics such as artificial intelligence, academic integrity, and generative AI. Overall, the study suggests that research in this domain is evolving toward a more integrated and multidisciplinary framework. These findings provide both theoretical insights for future research and practical implications for higher education institutions seeking to balance digital transformation with sustainability objectives.

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Phuong, D. C. V., & Hai, P. V. (2026). Digital Transformation and Sustainability in Higher Education Management: A Bibliometric Study. International Journal of Scientific Research and Management (IJSRM), 14(03), 10616–10622. https://doi.org/10.18535/ijsrm/v14i03.em14

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